Strategic Management in Construction Development: Ukrainian and Global Perspectives

The research addresses the problem of developing a comprehensive model of a construction development company viewed as an adaptive system functioning in a dynamic and uncertain environment. The relevance of the study stems from the growing complexity of real estate development, where traditional hierarchical approaches to management are insufficient to ensure resilience, stakeholder balance, and project efficiency. The purpose of this article is to establish a conceptual framework that views the developer as a system of interdependent subsystems with dynamic interrelations throughout the project life cycle. The methodological basis of the research combines systemic and structural-functional analysis, comparative review of international management practices, project lifecycle modeling, and stakeholder mapping techniques. These approaches enable the identification of the fundamental components of a developer’s organizational architecture, clarification of their interaction patterns, and assessment of adaptability at different stages of project realization. The obtained results reveal that a construction development company should be interpreted not merely as a set of functional departments but as a living adaptive organism that integrates strategic, operational, financial, marketing, and environmental subsystems. The paper demonstrates that efficiency is achieved through flexible configuration of organizational structures, timely redistribution of roles and responsibilities, and integration of information, financial, and resource flows. It also shows that the life cycle of a development project defines the dynamics of the system, while stakeholder analysis provides differentiated strategies for managing groups with diverse levels of influence and interest. The practical value of the research lies in its ability to provide managers and investors with a structured model for improving coordination in multi-project environments, minimizing functional gaps, and enhancing the company’s adaptability. The proposed framework can serve as a methodological basis for optimizing governance in real estate development, strengthening competitiveness, and supporting the digital transformation of the construction industry.